The Winter 2025 edition of the NHS North West Leadership Academy's Leader magazine, exploring leadership thinking and insights from across the North West region.
WINTER 2025
“The single biggest way to impact an organisation is to focus on leadership development. There is almost no limit to the potential of an organisation that recruits good people, raises them up as leaders and continually develops them.” John Maxwell
our commitment TO THE NHS NOrth west 2025 frances dodd building effective relationships with politicians a guide for nhs leaders Upcoming Deputy and Aspiring Director and Board Development Offer
the definition of leadership
What’s inside?
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Foreword Frances Dodd
The Definition of Leadership Manisha Kumar Our Commitment to the NHS North West in 2025 Frances Dodd
Festival of Leadership 2024
Mary Seacole Local Programme Empowering Leadership
Foreword,
Coaching and Mentoring Network Learning Events
Wirral University Teaching Hospital’s Blueprint for Success With NHS North West Leadership Academy Collaborative Masterclass Series: Innovation and Expert Thinking Creating Courageous Agents of Change The System Change Leadership Programme Building Effective Relationships with Politicians A Guide for NHS Leaders Upcoming! Deputy and Aspiring Director and Board Development Offer
Frances Dodd, Head of the North West Leadership Academy
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with impact. The values-driven, inclusive leadership culture within Wirral University Teaching Hospital NHS Foundation Trust (WUTH) and the System Change Leadership Programme are both inspiring case studies to demonstrate this collaborative approach. Please ensure you take note of the many different opportunities that are coming up, so the Coaching and Mentoring Network Learning Events, our Collaborative Masterclasses, the NWLA’s face to face Power of Political Partnerships Masterclass on the 5 February, as well as our exciting new modular Deputy and Aspiring Director and Board Development offer – there are more details of all of these within this edition. Finally, as outlined in “Our Commitment to the NHS North West in 2025” your ongoing feedback is so important to us, and we are all excited about the changes we are going to introduce this year in the NWLA. As always, please do contact me, with any of your suggestions. I look forward to seeing you all soon.
It is such a pleasure to introduce this next edition of Leader, and as I write this, I have been in post, as Head of the North West Leadership Academy (NWLA) for exactly 6 months today. What an amazing six months it has been! Being new to the North West region, I have been overwhelmed with the pride, compassion and sheer determination of everyone to make a difference. My highlights have been meeting individually over 90 of our members and visiting many hospital sites, to understand the different challenges and opportunities. This in turn, ensures that as a NWLA, we can provide a service to you that is focused and relevant, so that together we can improve the care for our patients, service users and the communities we serve. I really hope you enjoy this edition, as there are such a range of articles and case studies, showcasing the work of the NWLA, however what is important is the collaboration with yourselves, so that we can ensure this is exactly what is needed and will ultimately deliver
Manisha Kumar The 10-year plan, seizing the opportunity for positive change and the role leaders should play in driving change
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As a GP of 23 years, I am reminded of what inspired me to take a leadership role. We cannot afford - either socially or financially – the increasing ill health we are seeing in our population. The issues raised of widening health inequalities is stark – and those with most need do not even make the data. This is where we describe the left shift - this isn’t purely a move out of hospitals – but a move towards not needing hospital care by delivering care earlier, better, more consistently and to the best of our evidence There is significant opportunity based on the Darzi review and the ambition of a new government. There is real appetite within the health and care workforce to look at how we can truly deliver better care, be reinspired to deliver a sustainable future
underpinned by the principles of health creation. The talent and experience within our clinical leadership a key asset. So – looking forward to an exciting year – the Ten-year plan, the three shifts, the flexibility to lead in response to the needs of our communities and working with our current and future leaders. As a respected colleague said,
The definition of leadership in the Cambridge dictionary describes three aspects – the set of characteristics that make a good leader: the position or fact of being the leader or the person or people in charge of the organisation. Further down the definition it talks of the quality or ability that makes a person a leader. It’s the final part of the definition that is front and foremost of my mind as we reflect and look forward. There is no doubt that the last few months have been challenging. We are facing into a harder year. We are also seeing significant change in the leadership across the North West as people retire or move to different ambitions. This is the opportunity to describe and build the qualities we want to see in the leadership we provide throughout our careers.
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Supporting NHS Leaders A Key to Enhancing Wellbeing Across Teams
the day we say we have done all we can is the day we’re done
CONTACT US If you have any comments on Leader, or just want to get in touch with a member of the team, you can email us at NWLA.info@nhs.net and follow us on Twitter.
@nhsnwla
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our commitment to the nhs north west in 2025
FESTIVAL OF LEADERSHIP 2024
We commit to the following internal changes: 1. Improve the clarity of the NWLA’s offer - Provide simplicity and clarity in what we do and who we support 2. Improve our visibility, engagement and communication - Continue to prioritise engagement, listening and resulting action - Be bold and proud of our USP in the region 3. Demonstrate value for money - Provide members with six monthly impact dashboards - Promote and reinforce our consultancy member bespoke support 4. Become the “Go to” resource - Be a conduit for national programmes, such as the new Management and Leadership Framework and the 10 Year Health Plan - Develop our thought leadership offer 5. Review, clarify and relaunch all coaching and mentoring offers - Expand Coaching, including new team coaching opportunities - Develop a CPD offer and continue to grow the Network Learning Events
Regional areas of priority for the NWLA to develop: Medical and Clinical Leadership - Use our regional position to examine potential offers of development and support Talent and Succession - Work in collaboration with the Talent Team to provide wrap-around leadership for the Aspiring CEO and Aspiring Director talent pools Group Model - Through further engagement, examine ways to support this model of Leadership Prioritise and provide clarity on NWLA’s offer to Primary Care Equality, Diversity, and Inclusion (EDI) - Working in closer collaboration with the BAME Assembly to support the delivery of a regional EDI offer
In September we were delighted to welcome our members to Festival of Leadership 2024, our unique annual event offering an opportunity for North West leaders to share ideas and make connections with system peers across the region. The event kicked off with a focus on collaboration, bringing attendees together to explore collaborative leadership and the opportunities it brings to drive positive change within systems.
Following a networking lunch, attendees joined their chosen workshops and learning spaces from a range of topics:
Resources and further learning from these sessions can be found on our website 2024 Festival of Leadership Takeaways – North West Leadership Academy. Inspired by the spirit of collaboration and transformation, leaders made their 100- day pledges at the close of the Festival, committing to fostering and embedding real change for themselves, their teams and the region. Many pledged to create space and time for thinking, innovating and doing, while others committed to allyship and specific focus on the anti-racism framework. We will be reaching out to all those who made a pledge to find out how they have progressed their commitment into action. Plans are now underway for 2025’s Festival, and we hope to see you there! If you have any suggestions for topics you would like to see covered, or you have an idea for a workshop you would like to deliver, do
• Advancing Anti-racism
• Building a Culture of Staff Wellbeing
Since August 2024, the new Head of the NHS North West Leadership Academy (NWLA), Frances Dodd, has undertaken an extensive engagement programme with all our members, alongside a service review survey. To date, these introductory and feedback meetings have been held with over 90 Executive and senior leaders, focusing on how the NWLA can improve, as well as discussing regional priorities. The feedback received recognised the NWLA for its strong history and reputation, as well as being a source of regional pride, which is both welcome and encouraging. Many commented on how the NWLA had made a positive impact on their leadership journey. The engagement also identified ways the NWLA could enhance its offerings and plan for the future. These changes were approved by the Talent and Leadership Board in December 2024 and are summarised as:
• Driving Community Leadership
• System Change
Participants shared their key takeaways from the afternoon:
Attendees reflected on the morning:
Collaboration is essential but tough.
Give yourself and your health and wellbeing time and priority.
Exploring how NWLA can support our NW Mental Health Trusts
Importance of embracing change. “
CEO support - Particularly for new and interim CEOs by developing the current networks More regional cross-sector experience for increased system understanding
Great to meet and see people face to face. Collaboration is out there lovely to see and hear. Power of true collaboration, how to create sustainable well- being change. “
please get in touch at: nwla.comms@nhs.net.
In order to change we must be courageous it’s not easy but will be worth it for workforce and service users. “
Thank you to everyone who has contributed to this engagement programme, as through the generosity of your time and feedback we will be able to tailor and improve our membership offer. We will keep you updated and undertake further evaluation later in the year, to ensure progression, impact and increased value for money. In the meantime, we are continually grateful for your ongoing commitment to the future of leadership in the NHS North West.
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
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Mary Seacole Local Programme Empowering Leadership
The Impact
The Mary Seacole Local Programme has had a profound impact on Vicky’s leadership style and effectiveness. Colleagues have noted her increased confidence and positive energy.
Why the Mary Seacole Local Programme?
Aimed at both clinical and non-clinical leaders who are new to leadership development, the Mary Seacole Local Programme adopts a blended learning approach, grounded in the day-to-day reality of leadership in the NHS.
Seeking to address these gaps, she chose the Mary Seacole Local Programme, attracted by its reputation and alignment with her leadership goals.
Vicky Blackburn, a Service Delivery Manager at North West Ambulance Service (NWAS), embodies the essence of aspirational leadership development within the NHS. With over three decades of experience in the service, her commitment to professional growth led her to the Mary Seacole Local Programme. In recent years, Vicky has faced challenges in securing promotions despite her extensive experience. She observed other colleagues excelling in interviews, which prompted her to consider improving her communication and confidence. “I could walk the walk with my experience, but I couldn’t talk the talk in interviews. I knew what I wanted to talk about, but I expected the other person to understand what was in my head, without being able to get that message across.”
self-learning and supporting each other as a diverse learning network. With various roles and experience in different local organisations, he comments
Participants are empowered and encouraged to explore their behaviours as a leader across a six-month programme, regionally commissioned by the NHS North West Leadership Academy and supported by regional hosts across the three North West footprints. The North West host organisations have created a community of local facilitators delivering the Mary Seacole Local programme; bringing their knowledge of local health and care systems to further enhance learning. Participants attending the programme are able to build connections across their system and create a supportive community of practice that continues long after the programme has completed. Richard Sharp is an organisational development practitioner at Liverpool Heart and Chest Hospital NHS Foundation Trust and has been facilitating the Mary Seacole Local Programme alongside his colleagues in the OD team, since 2022, supporting over 150 participants to date successfully through the programme. Richard credits the success of the programme to the dedication of regional facilitators, but even more so to the participants themselves committing to
“Mary Seacole makes you feel confident as a leader, that’s the main thing I got from it and that’s what I wanted. It also gives you awareness of what you should be doing and signalling as a leader. I need to link in with my staff. I need to go out and speak to them. I need to be visible.” Within her team, the programme’s tools fostered improved communication and conflict resolution, strengthening team cohesion. On an organisational level, her focus on patient-centred care has influenced operational decisions, prioritising resources for the most critical cases. You can read the full case study exploring Vicky’s experience and reflections on our website. If you would like more information about the Mary Seacole Local programme please get in touch at nwla.leadership@nhs.net.
“Someone I know had done the Mary Seacole Programme previously and I could see that it had really benefited them. You can tell when someone has been on one of the programmes, you can just see it in the way they lead.” Vicky’s experience on the programme was both challenging and rewarding. She appreciated the structured approach, with clear timelines and deliverables, which she integrated into her schedule to stay on track. She describes the facilitators as “brilliant,” noting their ability to create a supportive and inclusive environment.
“it’s very warming to see that everybody is kind of on the same hymn sheet…to all achieve the same kind of goal for the patients and their family members”.
Richard observes that
“A lot of the time people step into a leadership or management position and then they aren’t provided with the tools for how to lead and how to manage. And I think because the NHS is changing so quickly at the moment, it’s very important that people are able to adapt and be quite agile with this kind of uncertainty. Understanding what leadership in the NHS actually means”.
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
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coaching and mentoring network learning events 2024/25
Supervision Sessions: During the mornings of each of the NLE’s we supported our coaches with access to a face-to-face group coaching supervision session. These supervision sessions offered the coaches an opportunity to reflect on their coaching practice in a safe and supportive space. This was a key topic of support identified through our engagement, and we are now actively working with the coaching and mentoring community to develop a sustainable North West Supervision model going forward.
The NHS NWLA has been delighted to offer our Coaching and Mentoring Network Learning Events (NLE’s) for the second year running throughout 2024/25. Our NLE’s are a highlight for our coaching and mentoring activity calendar. Throughout the year these events provide a dedicated space for networking with peers and engaging with a supportive network of likeminded individuals, to share best practice across the region. They are structured with essential CPD to support the development of our coaching and mentoring cultures across the North West. We have supported three half-day NLE’s accessible across the Cheshire & Merseyside, Greater Manchester, and Lancashire & South Cumbria coaching and mentoring communities. Topics at each event are mirrored to ensure you can attend any event and access networking and development opportunities regardless of location or date availability.
The NLE’s focused on three key topics which were identified:
Our Cheshire and Merseyside Network Learning Event was held in September 2024 with our Lancashire & South Cumbria event taking place in November. Our final event takes place in February 2025 in Greater Manchester and we look forward to welcoming our coaching and mentoring community on the day. Listening to our members is a core part of the NHS NWLA delivery approach and as such, the topics for these events were developed in consultation with our Coaching and Mentoring community. Via engagement surveys we ascertained key topics, current trends, and development needs that would best support our North West Coaching and Mentoring colleagues and developed our NLE agenda around this.
our next event This will be taking place at St Thomas Centre, Manchester in February and we very much look forward to welcoming our coaching and mentoring community on the day. To find out more about upcoming Networking Events, Coaching CPD and Coaching Supervision you can visit our website here - https:// nw.leadershipacademy.nhs.uk/home/ coaching-mentoring/ or contact us at nwla. coachingandmentoring@nhs.net.
We were delighted that 100% of attendees across the NLE’s rated the events Excellent/ Good across the topics and outcomes delivered.
Uncertainty & Challenge - Exploring the reasons why uncertainty feels tricky for our clients and how we can support them to build skills to handle challenging circumstances. Neurodiversity - Understanding the benefits of coaching for neurodivergent colleagues and exploring techniques that are helpful. Team Coaching - Managing the team coaching process, and developing your own team coaching practice, exploring models and approaches to support this. Participants were able to focus on the topics they wanted to explore in greater depth on the day whilst also networking with colleagues across the North West region, and utilising the space to celebrate their coaching and mentoring achievements across the last year.
“Brilliant event. Really enjoyed and found the supervision helpful and CPD sessions also excellent”
“Great training for today. Good facilitates and location”
“Great day - plenty of time and space given”
“Very enjoyable starters to promote further thought and research around the content”
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
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Wirral University Teaching Hospital’s Blueprint for Success with NHS North West Leadership Academy
striving for a gold standard in leadership through the leadership for all framework
Wirral University Teaching Hospital NHS Foundation Trust (WUTH), strives for a gold standard in leadership through its Leadership for All framework. Partnering with the NHS North West Leadership Academy (NHS NWLA), WUTH has cultivated a values-driven, inclusive leadership culture that supports talent at every level.
The Leadership for All framework is a structured pathway to develop leaders across five tiers: Leading Self, Teams, Services, Organisations, and Systems. This approach aligns with national leadership standards while reflecting the hospital’s values. Supporting this framework is WUTH’s Harnessing Talent program, offering diverse growth opportunities for current and future leaders.
Good
A cornerstone of WUTH’s success is its membership with NHS NWLA
This close membership has provided access to expert facilitators through streamlined procurement for leadership development and offered bespoke coaching and mentoring. Notably, NHS NWLA’s Coaching and Mentoring Hub enables WUTH leaders to connect with regionally diverse, experienced coaches. This impartial guidance has proven invaluable, particularly during crises, enhancing resilience and strategic thinking. The partnership’s impact extends beyond individual growth to measurable organisational benefits. WUTH’s staff survey scores improved in areas such as learning, development, and line management. Additionally, Deloitte’s recent assessment praised WUTH’s comprehensive leadership framework as exemplary.
To sustain this momentum, WUTH plans to expand its coaching and mentoring initiatives, including leveraging NHS NWLA’s hub for in-house coach integration. By embedding leadership excellence throughout its culture, WUTH aims to empower every staff member to lead, ensuring long- term success for the organisation and the community it serves. Explore the full case study to learn how WUTH and NHS NWLA are transforming leadership in healthcare on the NHS North West Leadership Academy website. Wirral University Teaching Hospital’s Blueprint for Success with NHS North West Leadership Academy – North West Leadership Academy
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Leader | nw.leadershipacademy.nhs.uk
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collaborative masterclass series: innovation and expert thinking
Creating Courageous Agents of Change – the System Change Leadership Programme
Influencing Change Without Power | Case Study In Cheshire West, the All-Age Continuing Care team gained insight from the programme into how to influence their senior leaders to implement change. Post pandemic, with colleagues showing symptoms of compassion fatigue and increased sickness absence, it was time to consider a change in how the team operated. The System Change Leadership programme talked about releasing the potential in human systems, and how pressures in teams can lead to poor dynamics and dysfunction. Emboldened to work differently to improve outcomes, the team challenged the norm and were able to develop a more positive culture where staff felt listened to and supported. This has seen an improvement in work being completed on time, with positive feedback from external colleagues and an increase in team morale. The team have reported an increase in achievement of NHS targets and KPIs relating to completion of continuing care assessments and eligibility reviews. The team from Halton joined the programme to “work across a patch, using our collective expertise and knowledge to make improvements” for adults with learning disabilities in their locality. Bringing together local authority and care provider organisations, the team “wanted to have that learning journey together…This has felt for us like a real step forward in the right direction – we’ve learned so much and it’s helped build up our relationships together as a system. It’s really helped with having open and honest conversations about services and how we transform care.”
Sponsored by the NHS North West Leadership Academy (NHS NWLA), North West Employers (NWE) and the North West Association of Directors of Adult Social Services (NW ADASS), the System Change Leadership Programme is a new innovative leadership development approach aimed at middle managers. The programme supports teams to create change in a challenging, but safe learning space and asks participants to think differently and work as a collaborative to solve the most challenging place-based problems. This requires a shift in mindsets and behaviours to enable improved confidence levels in tackling system issues. Learning to become a brave and courageous system leader is the starting point of this journey and this programme can enable effective change to happen if embraced by colleagues taking part. Three change teams joined the programme in 2024, made up of middle manager roles across health and care, each with an identified system challenge to apply their learning to. They participated in a blended learning approach with a mix of bitesize online learning and virtual ‘deep dive’ sessions exploring the key themes of the programme: Influencing without Formal Authority Challenging the Status Quo Releasing the Potential of Human Systems Consulting Mindset and Skillset Self as Courageous Role Model At the end of the programme the change teams have been invited to present their learning and outcomes to a variety of stakeholders at meetings, workshops and conferences, including a showcase at the recent NHS NWLA Festival of Leadership and ADASS annual conference.
A key aspect of the programme asks teams to be bold and experiment with their leadership approach. Participants learned:
Leadership is about empowering teams to want to make the change and creating an environment where they feel comfortable to be able to make mistakes. I don’t need to bring the answers. It is more important to ask the right questions. It’s down to us to make changes in our own practice and leadership rather than waiting for more senior people to show the way.
The North West Collaborative Masterclass series has continued across the year to provide inspiring and often challenging topics to explore with cross sector audiences, inviting a range of guest speakers from health, social care, private sector and beyond.
Delivered online, these masterclasses engage leaders with innovative ideas and case studies putting thought into practice. The latest events have focussed on: How to Lead in a Hybrid World ways for organisations to foster team spirit and culture and support effective team leadership in a hybrid working environment. Evidence Based Working Approaches how a more evidence-based approach may support public sector organisations to ask the right questions, undertake better diagnostics, and meet the challenges they face. Making Care Closer to Home a Reality refocussing the system to primary and community care. Recordings of all events in the series are available to watch back on the North West Collaborative YouTube channel click here COMING SOON Our March masterclass is shaping up to examine collaborative leadership and how we can support and enable a shift in mindset to adopt a collaborative approach, overcoming institutional, resource and capacity barriers. With the anticipated release of the 10 Year Health Plan in 2025, there is an expectation that the plan will emphasise the importance of effective joined up care, with a need for partnership and collaboration across health and social care.
We look forward to hearing from experts in system leadership and health inequalities, sharing local best practice where collaborative leadership in the North West is already flourishing. Reserve your place via the booking link Collaboration in Health Care Systems Tickets, Wed 26 Mar 2025 at 09:15 | Eventbrite For more information ABOUT The Collaborative Masterclass series see our website click here or view the brochure click here. You can also catch up on the learning from our February masterclass ‘Embedding a Culture and Practice of Social Value’ . Watch this space for news of our 2025 masterclass schedule coming soon. The NHS NWLA works in partnership with: Mersey Internal Audit Agency (MIAA), Advancing Quality Alliance (Aqua), North West Employers (NWE) and the North West Association of Directors of Adults Social Care Services (ADASS) to bring you a series of collaborative masterclasses. Together we are an influential partnership formed from cross sector organisations in the North West that represent the NHS, health and social care and local government.
At an individual level, participants reflected how they felt they were leading differently following completion of the programme:
I am asking more questions to understand what is influencing decision making.
I am more reflective in my approach to colleagues and leaders.
I put more emphasis on the person, their perspective and their thinking,
rather than their job title or organisation they work for.
The evaluation from the programme is collectively being explored to shape next steps for this unique learning approach. If you are interested in finding out more and developing your own insights as a system leader, you can access the digital learning resources via the Leadership Learning Zone https://northwest.leadershipnhs.uk/.
nw.leadershipacademy.nhs.uk | Leader
Leader | nw.leadershipacademy.nhs.uk
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Building Effective Relationships with Politicians: A Guide for NHS Leaders
Leverage Their Position for Regional Investment With a large number of MPs in the region, including several Cabinet members, there’s a strong opportunity to push for inward investment. MPs often want to deliver tangible results for their constituents, so frame proposals in a way that highlights clear, visible benefits.
Simplify the NHS for Them The NHS is a complex organisation, and many MPs and their teams are unfamiliar with its structures and finances. They might be reluctant to ask questions that reveal gaps in their understanding.
Consider the following:
Have you set clear response times and channels for casework passed on by MPs?
In the North West region, the July 2024 General Election produced a dramatic change in the political landscape:
Key steps: Review what they campaigned on during the election, and what matters most to their constituents. Look into their memberships in Parliamentary Committees, APPGs, or advocacy groups. Monitor their media and social media output to see the issues they highlight most. By tailoring your discussion to align with their focus, you’ll build rapport and avoid wasting time on topics they’re less concerned about.
Other things to note about the new intake, overall:
Are expectations aligned to avoid miscommunication or delays?
More than half of the new Parliamentary intake are first-time MPs.
To strengthen this relationship, you could organise a shadowing exchange between your PALS team and the MP’s office. This allows both teams to better understand how the other operates and fosters a collaborative approach to serving the public. Understand Political and Personal Dynamics It’s important not to assume unity, even within the same party. MPs in neighbouring constituencies may not always get along or work together effectively. Take the time to understand individual relationships and avoid making assumptions about collaboration. Also, be aware of their limited constituency time. Most MPs focus on local matters on Fridays and Monday mornings outside of recess. Respect this schedule when arranging meetings or requests. Finally, offering support to help MPs communicate their work, such as through social media or newsletters, can be a valuable way to build goodwill. Balance Local and National Priorities Labour MPs often adopt a “local first” approach, which can create tension if local issues conflict with national party priorities. This dynamic can lead to challenging situations, but it’s vital to remain flexible. When these conflicts arise, focus on understanding their perspective and finding practical ways to address both local and national concerns. This collaborative approach will help you maintain a constructive relationship.
To help:
Women now account for over 40% of MPs.
Provide straightforward, accessible explanations of NHS operations.
14% of MPs are from ethnic minority backgrounds, closer to the UK’s diversity (18% per the 2021 Census). It is the most ‘state-educated’ intake since 1979, with only 1 Cabinet member educated privately.
Offer guidance in a way that respects their position and avoids embarrassment.
Sir Lyndsey Hoyle Speaker of the House of Commons
Helping MPs “walk in your shoes” will not only build their confidence but also strengthen their ability to advocate effectively for your organisation in Parliament. Share Your Experiences and Join the Conversation Working effectively with politicians is both an art and a skill, requiring adaptability, clear communication, and a deep understanding of the political landscape. Every NHS leader’s journey with MPs will bring unique insights, challenges, and successes. Power of Political Partnerships Masterclass – 5th February in Manchester To delve deeper into this vital topic, we’re hosting a Power of Political Partnerships Masterclass on 5th February in Manchester. This event will explore practical strategies for building strong relationships with politicians and leveraging these partnerships to deliver real benefits for the NHS and local communities.
55% of MPs attended Oxbridge or Russell Group universities.
The average MP age has dropped slightly, from 50 to 48, with 20 MPs under 30. For NHS leaders, these changes mean there is a significant opportunity, and responsibility, to build effective relationships with local MPs. Many MPs are in marginal seats, eager to make an impact in a competitive political landscape. Supporting or opposing NHS initiatives could be one way for them to do so, making early engagement and trust-building essential. North West Labour MPs are likely to align closely with Government priorities, which can offer opportunities for collaboration if approached strategically.
Establish Clear Communication Lines
Angela Rayner Deputy Prime Minister
Good relationships rely on reliable communication. If you don’t already have it, make getting their private Parliamentary address and mobile number a priority. Knowing the key staff member in their office, who likely manages their diary and correspondence, is equally important. You also need to be prepared to adapt. MPs value a “no surprises” approach, so ensure you can reach them directly when urgent issues arise. For example, if a major local NHS issue is brewing on a Sunday, be ready to make that call. Being proactive builds trust and prevents unnecessary friction.
Jonathan Reynolds Secretary of State for Business and Trade
Lucy Powell Lord President of the Council and Leader of the House of Commons
Research Your MP’s Priorities
Clarify Casework Expectations
Labour
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Concervative
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Understanding your MP’s interests and priorities is essential for a meaningful conversation. Begin by familiarising yourself with Labour’s manifesto commitments, particularly those beyond health, to identify shared priorities.
Liberal Democrats
The session recording and further information will be available on our website after the event.
Constituent casework often lands in MPs’ offices, creating a need for streamlined processes with NHS organisations.
Lisa Nandy Secretary of State for Culture, Media and Sport
Independent
This compares to the 2019 Parliament when 41 Labour, 32 Conservative and 1 Liberal Democrat MPs were elected, and in 2015, when it was 51 Labour, 22 Conservative and 2 Liberal Democrat MPs.
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Leader | nw.leadershipacademy.nhs.uk
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UPCOMING! deputy AND aspiring DIRECTOR AND BOARD DEVELOPMENT OFFER
What is the Deputy and Aspiring Director and Board Development offer? The NHS North West Leadership Academy (NHS NWLA) provides a modular Deputy and Aspiring Director Development Offer focused on enabling participants to perform more effectively in their current roles as well as equipping them with a broader perspective and readiness for board-level roles through structured support, mentorship, and skill- building opportunities. This offer aims to build confidence, strategic thinking, and decision-making skills in deputy and aspiring directors. Why is this being done? In 2024, the NHS North West Leadership Academy sought feedback on how to support in-post deputy directors as well as those aspiring to board and executive level roles either now, soon or later. We have worked with the NHS North West HR Directors and Chief People Officers to provide a joint offer across talent and leadership development that is individualised to each person regarding their development journey, both in post and in the future. The Deputy and Aspiring Director Development Offer is an important part of supporting NHS organisations in their succession planning, ensuring a steady pipeline of capable, prepared leaders ready to step into director and board- level positions, as well as broadening and diversifying the NHS leadership talent pool.
How does it work simply?
How does the self- assessment work?
The Deputy and Aspiring Director Development Offer starts with a self- assessment powered through the Healthcare Leadership Model (HLM) tool. Participants register for and complete the HLM 360 Degree Feedback Tool which evaluates their answer through 9 leadership dimensions. This Feedback Tool outputs a development report which will be explored with participants by one of the HLM facilitators, to ensure participants understand the report. Participants will then work with their facilitator to identify which of the Deputy and Aspiring Director Development Offers’ 20 support modules can be used to address any development needs highlighted in their HLM report. The 20 support modules are a series of development opportunities delivered across a blended learning access model. Participants are not required to undergo all 20 modules, but rather a bespoke section of modules tailored to them based on their HLM report. Participants can access these modules by expressing an interest. The NHS North West Leadership Academy will then contact participants to discuss details of upcoming module learning opportunities.
What are the modules?
The Healthcare Leadership Model 360 Degree Feedback Tool is designed to give insight into other people’s perceptions of participants leadership abilities and behaviour. The process includes getting confidential feedback from line managers, peers and direct reports. This can be helpful to highlight strengths or areas for development. Once feedback is compiled a report is developed. An accredited feedback facilitator will work with participants in a dedicated feedback session to help them interpret their report.
Dynamic Board Report Writing
Influencing Beyond Your Role
Relationship Building
Effective Challenge
Building a Growth Mindset
Systems Thinking & Leadership
Leading in a Political Environment
Leading Anchor Organisations
Courageous Conversations
Thinking on Your Feet
Leading Change and Transformation
Innovation and Creative Thinking
Representing your organisation at an Executive level
System OD and Transformation
Presenting with Power, Impact, and Integrity
Managing Complexity
Strategic finance for non-finance leaders
Increasing Resilience in Leadership
Understanding and Working with Power
Leading with Courage and Compassion
How to access this offer
This offer is available to individuals who are nominated by their organisation. If you are interested in being nominated please contact your Chief People Officer or HR Director.
nw.leadershipacademy.nhs.uk | Leader
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supporting nhs leaders: a key to enhancing wellbeing across teams
A spotlight on the NHS Leaders Wellbeing Programme from colleagues at East Lancashire Hospitals NHS Trust. The NHS is built on the dedication and compassion of its workforce. However, we cannot expect our workforce to fully focus on patients and their care if they do not themselves feel cared for. As we navigate our way through a combination of complex service pressures, the impact of workforce and economic challenges and system change, it is easy to lose sight of our own wellbeing. Evidence shows that leaders are pivotal in ensuring a supportive and thriving workplace. When leaders are supported in their wellbeing, they can lead with clarity and compassion, directly influencing the culture of their teams. Teams with supported leaders often report higher job satisfaction, better communication, and lower absenteeism rates. Ultimately, this translates to improved patient care and this was a key driver for East Lancashire Hospitals NHS Trust (ELHT) getting involved with the NHS England Leaders’ Wellbeing Programme Local.
The programme, delivered in the Trust by members of the Transformation, Organisational Development, Inclusion and Staff Experience (TODIE) Team, recognises the unique pressures faced by those in leadership and offers a comprehensive suite of resources and support systems tailored specifically to aid NHS Leaders’ resilience, engagement, and effectiveness.
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Based on feedback from participants and, drawing on the experiences of programme faculty colleagues at Northern Care Alliance NHS Foundation Trust, ELHT have adapted the offer to be delivered to future cohorts as a 1-day programme. As we enter more challenging times across the local system, ELHT are also reviewing how the offer can be used to support the workforce via bitesize sessions of no longer than an hour, such is the flexibility of the programme and its resources. Managing my own wellbeing has helped me to better manage my team and lead by example. I have a better understanding of wellbeing now; I can communicate in a more positive way and support others better. The programme also reassured me that I was performing well in this area prior to the course but can now do even better. ELHT programme participant “
I’ve realised that my wellbeing is just as important as the teams I manage. I feel I am more supportive of my staff now that I don’t feel as “burnt out” which benefits all parties. ELHT programme participant
Programme progress and potential impact:
Executive sponsorship and support are crucial in this work. At ELHT, Kate Atkinson, Director of Service Development, and Improvement, completed the NHS Executive Leaders’ Wellbeing Programme; a short development programme designed for senior colleagues to support and empower local programme facilitators to help continue to embed a culture of health and wellbeing into the organisation. Kate is also the Executive Sponsor for the Mental Health Staff Network at ELHT. If you would like to know more about ELHT’s approach to the programme, please contact leadershipandmanagement@elht.nhs.uk Red pins: Location of local facilitators. Blue pins: Participants of the Executive programme.
There is currently a national faculty of 151 programme facilitators.
To date they have run 3 cohorts across 3 interactive half day modules as follows:
If each of those 151 facilitators works with 45 participants, the work will reach 6,795 leaders directly. And if each participant leader influences c.3 team members, then the work will reach 20,3855 NHS staff. You can find out more about the programme here.
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Ensures leaders understand the importance of wellbeing to patient care and staff culture. Equips leaders with tools and techniques to look after themselves as a starting point. Explores how leaders can manage pressure productivity and use healthy leadership behaviours to foster staff wellbeing.
At ELHT we use the NHS People Promise as a guiding principle for our leadership and management development. The Leaders’ Wellbeing Programme directly supports the goals of the NHS People Promise by fostering a leadership culture that values teamwork, compassion, inclusivity, safety, and flexibility. Jane Wilkinson, NHS People Promise Manager, ELHT
Examines the real impact and practical steps leaders can take to improve team wellbeing such as building psychological safety and QI approaches.
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